essay in performance appraisal

What is the Essay Method for Performance Appraisals?

While some would label it as the “grandfather” of performance appraisal methods, the essay method is still a commonly used appraisal method in a variety of business models. The essay method, sometimes known as the “free-form method,” is a performance review system where a superior creates a written review of the employee’s performance.

These essays are meant to describe and record an employee’s strengths and weaknesses in job performance, identifying problem areas and creating a plan of action to remedy them. Whether the essay is written by the appraiser alone, or in collaboration with the appraisee, essays provide supervisors the opportunity to assess behaviors and performance with greater complexity and attention to detail.

There are many reasons that the essay method--which was one of the first methods used to evaluate performance--is still effective today.

One of the most noteworthy aspects of essay appraisals is their free-form approach to performance reviews. Whereas some employers can feel limited by rigid performance appraisal criteria, the essay method takes a far less structured stance than typical rating scale methods. In so doing, the appraiser is able to examine any relevant issue or attribute of performance that is pertinent to an employee’s job description or overall company growth.

The essay method assumes that not all employee traits and behaviors can be neatly analyzed, dissected, and rated--instead, it allows appraisers to place varied degrees of emphasis on certain qualities, issues, or attributes that are appropriate. Rather than being locked into a fixed system, this open-ended method gives supervisors the freedom of expression and critical thought. For appraisers, there exist special services such as StudyCrumb , which help in writing accurate essays.

When preparing an essay, a supervisor may consider any of the following factors of an employee as they relate to the company and employee relationship: potential and job knowledge, understanding of the company’s policies, relationships with peers and supervisors, planning and organization, and general attitudes and perceptions. This thorough, non-quantitative assessment provides a good deal more information about an employee than most other performance appraisal techniques.

However, as with all performance appraisal methods, there are a few limitations that the essay method suffers from that are worth examining.

One of the major drawbacks of the essay method is its highly subjective nature--they are often subject to bias, and it can be difficult to separate the assessment of the employee from the bias of the evaluator. While the essay can provide a good deal of information about the employee, it tends to tell more about the evaluator than the one being evaluated.

Another element that essays leave out (that other appraisal methods rely heavily on) is comparative results. Instead of utilizing standardized, numeric questions, these appraisals rely only on open-ended questions. While the essay method gives managers the ability to provide detailed and circumstantial information on a specific employee’s performance, it removes the component of comparing performance with other employees. This often makes it difficult for HR to distinguish top performers.

Overall, the appraisal method’s greatest advantage--the freedom of expression for the evaluator--can also serve as its greatest handicap. Even the actual writing of the reviews can upset or distort the process of employee appraisals, as the introduction of inconsistent, unorganized, or poor writing styles can distort and upset the review process. An employee may be unfairly helped or harmed by an evaluator’s writing ability. An evaluator can also find themselves lacking sufficient time to prepare the essay, and can write an essay hurriedly without accurately assessing an employee’s performance.

What is the essay method best used for?

Appraisal by essay is generally most effective in performance reviews for employees with atypical job descriptions or non-numerical goals. While other appraisals work well in analyzing performance for jobs that are subject to goals based on numbers, essays offer a more subjective analysis of performance for employees with managerial or customer service positions.

When analyzing production, the essay method is most effective in combination with another appraisal method. Using a graphic rating scale along with essay appraisals allows one method to focus solely on numbers, while the essay portion can be used to analyze other performance goals.

Doing essay appraisals right

Here are 3 things to strive for in order to set your company up for success in essay performance appraisals:

  • Consistency.

Keeping a standard for style and length of essay appraisals can make the biggest difference in ensuring that your reviews are effective. Essays that are unstructured and unnecessarily complex can be detrimental to an employee’s rating, as well as using unspecific, flowery language that is not relevant to the employee’s performance. In order to remain efficient and effective, today’s evaluators should focus on making appraisal essays short and specific, ensuring that the entire review reflects the performance of the employee.

The appraiser should also ensure that they are making sufficient time in their schedule to prepare the essay. A busy evaluator may compromise an employee’s performance rating by writing a hurried essay, or running out of time to thoroughly assess employee performance. It’s important for all participants of essay appraisals to take enough time to write a consistent, accurate, and succinct review in order to set employees up for success.

2. Proficiency.

If you’ve chosen to use essay appraisals in your organization, it’s important to ensure that your appraisers possess the ability to write well. Even if an essay contains detailed, circumstantial information, it becomes difficult to extract valuable data from a poorly written essay. To ensure that nothing stands between an HR professional’s ability to assess an employee’s performance, evaluators should be trained as well-equipped writers.

Giving writing assistant tools or tips to supervisors can make all the difference in the accuracy and efficiency of an employee’s performance review.

2. Objectivity.

Subjectivity is both a strength and a weakness in essay appraisals. Not only are essays themselves often biased, but the misinterpretation of essays can even further distance the main evaluator from an accurate portrayal of an employee’s performance. Including objective standards in a performance review results in a more balanced and productive review process, and helps to eliminate the forming of incorrect conclusions about an employee’s behavior and performance.

Organizations often implement this goal by pairing essay appraisals with another appraisal method, such as graphic scale ratings, to draw more accurate conclusions and performance data. In so doing, evaluators can utilize all of the free expression and open-ended characteristics of an essay appraisal, while still maintaining accurate, easily translated results that are effective for the overall organization.

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11.2 Appraisal Methods

Learning objective.

  • Be able to describe the various appraisal methods.

It probably goes without saying that different industries and jobs need different kinds of appraisal methods. For our purposes, we will discuss some of the main ways to assess performance in a performance evaluation form. Of course, these will change based upon the job specifications for each position within the company. In addition to industry-specific and job-specific methods, many organizations will use these methods in combination, as opposed to just one method. There are three main methods of determining performance. The first is the trait method , in which managers look at an employee’s specific traits in relation to the job, such as friendliness to the customer. The behavioral method looks at individual actions within a specific job. Comparative methods compare one employee with other employees. Results methods are focused on employee accomplishments, such as whether or not employees met a quota.

Within the categories of performance appraisals, there are two main aspects to appraisal methods. First, the criteria are the aspects the employee is actually being evaluated on, which should be tied directly to the employee᾿s job description. Second, the rating is the type of scale that will be used to rate each criterion in a performance evaluation: for example, scales of 1–5, essay ratings, or yes/no ratings. Tied to the rating and criteria is the weighting each item will be given. For example, if “communication” and “interaction with client” are two criteria, the interaction with the client may be weighted more than communication, depending on the job type. We will discuss the types of criteria and rating methods next.

Graphic Rating Scale

The graphic rating scale , a behavioral method, is perhaps the most popular choice for performance evaluations. This type of evaluation lists traits required for the job and asks the source to rate the individual on each attribute. A discrete scale is one that shows a number of different points. The ratings can include a scale of 1–10; excellent, average, or poor; or meets, exceeds, or doesn’t meet expectations, for example. A continuous scale shows a scale and the manager puts a mark on the continuum scale that best represents the employee’s performance. For example:

The disadvantage of this type of scale is the subjectivity that can occur. This type of scale focuses on behavioral traits and is not specific enough to some jobs. Development of specific criteria can save an organization in legal costs. For example, in Thomas v. IBM , IBM was able to successfully defend accusations of age discrimination because of the objective criteria the employee (Thomas) had been rated on.

Many organizations use a graphic rating scale in conjunction with other appraisal methods to further solidify the tool’s validity. For example, some organizations use a mixed standard scale , which is similar to a graphic rating scale. This scale includes a series of mixed statements representing excellent, average, and poor performance, and the manager is asked to rate a “+” (performance is better than stated), “0” (performance is at stated level), or “−” (performance is below stated level). Mixed standard statements might include the following:

  • The employee gets along with most coworkers and has had only a few interpersonal issues.
  • This employee takes initiative.
  • The employee consistently turns in below-average work.
  • The employee always meets established deadlines.

An example of a graphic rating scale is shown in Figure 11.1 “Example of Graphic Rating Scale” .

Essay Appraisal

In an essay appraisal , the source answers a series of questions about the employee’s performance in essay form. This can be a trait method and/or a behavioral method, depending on how the manager writes the essay. These statements may include strengths and weaknesses about the employee or statements about past performance. They can also include specific examples of past performance. The disadvantage of this type of method (when not combined with other rating systems) is that the manager’s writing ability can contribute to the effectiveness of the evaluation. Also, managers may write less or more, which means less consistency between performance appraisals by various managers.

Checklist Scale

A checklist method for performance evaluations lessens the subjectivity, although subjectivity will still be present in this type of rating system. With a checklist scale , a series of questions is asked and the manager simply responds yes or no to the questions, which can fall into either the behavioral or the trait method, or both. Another variation to this scale is a check mark in the criteria the employee meets, and a blank in the areas the employee does not meet. The challenge with this format is that it doesn’t allow more detailed answers and analysis of the performance criteria, unless combined with another method, such as essay ratings. A sample of a checklist scale is provided in Figure 11.3 “Example of Checklist Scale” .

Figure 11.1 Example of Graphic Rating Scale

Example of Graphic Rating Scale

Figure 11.2 Example of Essay Rating

Example of Essay Rating

Figure 11.3 Example of Checklist Scale

Example of Checklist Scale

Critical Incident Appraisals

This method of appraisal, while more time-consuming for the manager, can be effective at providing specific examples of behavior. With a critical incident appraisal , the manager records examples of the employee’s effective and ineffective behavior during the time period between evaluations, which is in the behavioral category. When it is time for the employee to be reviewed, the manager will pull out this file and formally record the incidents that occurred over the time period. The disadvantage of this method is the tendency to record only negative incidents instead of postive ones. However, this method can work well if the manager has the proper training to record incidents (perhaps by keeping a weekly diary) in a fair manner. This approach can also work well when specific jobs vary greatly from week to week, unlike, for example, a factory worker who routinely performs the same weekly tasks.

Work Standards Approach

For certain jobs in which productivity is most important, a work standards approach could be the more effective way of evaluating employees. With this results-focused approach, a minimum level is set and the employee’s performance evaluation is based on this level. For example, if a sales person does not meet a quota of $1 million, this would be recorded as nonperforming. The downside is that this method does not allow for reasonable deviations. For example, if the quota isn’t made, perhaps the employee just had a bad month but normally performs well. This approach works best in long-term situations, in which a reasonable measure of performance can be over a certain period of time. This method is also used in manufacuring situations where production is extremely important. For example, in an automotive assembly line, the focus is on how many cars are built in a specified period, and therefore, employee performance is measured this way, too. Since this approach is centered on production, it doesn’t allow for rating of other factors, such as ability to work on a team or communication skills, which can be an important part of the job, too.

Ranking Methods

In a ranking method system (also called stack ranking), employees in a particular department are ranked based on their value to the manager or supervisor. This system is a comparative method for performance evaluations.The manager will have a list of all employees and will first choose the most valuable employee and put that name at the top. Then he or she will choose the least valuable employee and put that name at the bottom of the list. With the remaining employees, this process would be repeated. Obviously, there is room for bias with this method, and it may not work well in a larger organization, where managers may not interact with each employee on a day-to-day basis.

To make this type of evaluation most valuable (and legal), each supervisor should use the same criteria to rank each individual. Otherwise, if criteria are not clearly developed, validity and halo effects could be present. The Roper v. Exxon Corp case illustrates the need for clear guidelines when using a ranking system. At Exxon, the legal department attorneys were annually evaluated and then ranked based on input from attorneys, supervisors, and clients. Based on the feedback, each attorney for Exxon was ranked based on their relative contribution and performance. Each attorney was given a group percentile rank (i.e., 99 percent was the best-performing attorney). When Roper was in the bottom 10 percent for three years and was informed of his separation with the company, he filed an age discrimination lawsuit. The courts found no correlation between age and the lowest-ranking individuals, and because Exxon had a set of established ranking criteria, they won the case (Grote, 2005).

Another consideration is the effect on employee morale should the rankings be made public. If they are not made public, morale issues may still exist, as the perception might be that management has “secret” documents.

Fortune 500 Focus

Critics have long said that a forced ranking system can be detrimental to morale; it focuses too much on individual performance as opposed to team performance. Some say a forced ranking system promotes too much competition in the workplace. However, many Fortune 500 companies use this system and have found it works for their culture. General Electric (GE) used perhaps one of the most well-known forced ranking systems. In this system, every year managers placed their employees into one of three categories: “A” employees are the top 20 percent, “B” employees are the middle 70 percent, and “C” performers are the bottom 10 percent. In GE’s system, the bottom 10 percent are usually either let go or put on a performance plan. The top 20 percent are given more responsibility and perhaps even promoted. However, even GE has reinvented this stringent forced ranking system. In 2006, it changed the system to remove references to the 20/70/10 split, and GE now presents the curve as a guideline. This gives more freedom for managers to distribute employees in a less stringent manner 1 .

The advantages of a forced ranking system include that it creates a high-performance work culture and establishes well-defined consequences for not meeting performance standards. In recent research, a forced ranking system seems to correlate well with return on investment to shareholders. For example, the study (Sprenkel, 2011) shows that companies who use individual criteria (as opposed to overall performance) to measure performance outperform those who measure performance based on overall company success. To make a ranking system work, it is key to ensure managers have a firm grasp on the criteria on which employees will be ranked. Companies using forced rankings without set criteria open themselves to lawsuits, because it would appear the rankings happen based on favoritism rather than quantifiable performance data. For example, Ford in the past used forced ranking systems but eliminated the system after settling class action lawsuits that claimed discrimination (Lowery, 2011). Conoco also has settled lawsuits over its forced ranking systems, as domestic employees claimed the system favored foreign workers (Lowery, 2011). To avoid these issues, the best way to develop and maintain a forced ranking system is to provide each employee with specific and measurable objectives, and also provide management training so the system is executed in a fair, quantifiable manner.

In a forced distribution system, like the one used by GE, employees are ranked in groups based on high performers, average performers, and nonperformers. The trouble with this system is that it does not consider that all employees could be in the top two categories, high or average performers, and requires that some employees be put in the nonperforming category.

In a paired comparison system, the manager must compare every employee with every other employee within the department or work group. Each employee is compared with another, and out of the two, the higher performer is given a score of 1. Once all the pairs are compared, the scores are added. This method takes a lot of time and, again, must have specific criteria attached to it when comparing employees.

Human Resource Recall

How can you make sure the performance appraisal ties into a specific job description?

Management by Objectives (MBO)

Management by objectives (MBOs) is a concept developed by Peter Drucker in his 1954 book The Practice of Management (Drucker, 2006). This method is results oriented and similar to the work standards approach, with a few differences. First, the manager and employee sit down together and develop objectives for the time period. Then when it is time for the performance evaluation, the manager and employee sit down to review the goals that were set and determine whether they were met. The advantage of this is the open communication between the manager and the employee. The employee also has “buy-in” since he or she helped set the goals, and the evaluation can be used as a method for further skill development. This method is best applied for positions that are not routine and require a higher level of thinking to perform the job. To be efficient at MBOs, the managers and employee should be able to write strong objectives. To write objectives, they should be SMART (Doran, 1981):

  • Specific. There should be one key result for each MBO. What is the result that should be achieved?
  • Measurable. At the end of the time period, it should be clear if the goal was met or not. Usually a number can be attached to an objective to make it measurable, for example “sell $1,000,000 of new business in the third quarter.”
  • Attainable. The objective should not be impossible to attain. It should be challenging, but not impossible.
  • Result oriented. The objective should be tied to the company’s mission and values. Once the objective is made, it should make a difference in the organization as a whole.
  • Time limited. The objective should have a reasonable time to be accomplished, but not too much time.

Setting MBOs with Employees

(click to see video)

An example of how to work with an employee to set MBOs.

To make MBOs an effective performance evaluation tool, it is a good idea to train managers and determine which job positions could benefit most from this type of method. You may find that for some more routine positions, such as administrative assistants, another method could work better.

Behaviorally Anchored Rating Scale (BARS)

A BARS method first determines the main performance dimensions of the job, for example, interpersonal relationships. Then the tool utilizes narrative information, such as from a critical incidents file, and assigns quantified ranks to each expected behavior. In this system, there is a specific narrative outlining what exemplifies a “good” and “poor” behavior for each category. The advantage of this type of system is that it focuses on the desired behaviors that are important to complete a task or perform a specific job. This method combines a graphic rating scale with a critical incidents system. The US Army Research Institute (Phillips, et. al., 2006) developed a BARS scale to measure the abilities of tactical thinking skills for combat leaders. Figure 11.4 “Example of BARS” provides an example of how the Army measures these skills.

Figure 11.4 Example of BARS

Example of BARS (Behaviorally Anchored Rating Scale)

Figure 11.5 More Examples of Performance Appraisal Types

More Examples of Performance Appraisal Types

How Would You Handle This?

Playing Favorites

You were just promoted to manager of a high-end retail store. As you are sorting through your responsibilities, you receive an e-mail from HR outlining the process for performance evaluations. You are also notified that you must give two performance evaluations within the next two weeks. This concerns you, because you don’t know any of the employees and their abilities yet. You aren’t sure if you should base their performance on what you see in a short time period or if you should ask other employees for their thoughts on their peers’ performance. As you go through the files on the computer, you find a critical incident file left from the previous manager, and you think this might help. As you look through it, it is obvious the past manager had “favorite” employees and you aren’t sure if you should base the evaluations on this information. How would you handle this?

Table 11.3 Advantages and Disadvantages of Each Performance Appraisal Method

Key Takeaways

  • When developing performance appraisal criteria, it is important to remember the criteria should be job specific and industry specific.
  • The performance appraisal criteria should be based on the job specifications of each specific job. General performance criteria are not an effective way to evaluate an employee.
  • The rating is the scale that will be used to evaluate each criteria item. There are a number of different rating methods, including scales of 1–5, yes or no questions, and essay.
  • In a graphic rating performance evaluation, employees are rated on certain desirable attributes. A variety of rating scales can be used with this method. The disadvantage is possible subjectivity.
  • An essay performance evaluation will ask the manager to provide commentary on specific aspects of the employee’s job performance.
  • A checklist utilizes a yes or no rating selection, and the criteria are focused on components of the employee’s job.
  • Some managers keep a critical incidents file . These incidents serve as specific examples to be written about in a performance appraisal. The downside is the tendency to record only negative incidents and the time it can take to record this.
  • The work standards performance appraisal approach looks at minimum standards of productivity and rates the employee performance based on minimum expectations. This method is often used for sales forces or manufacturing settings where productivity is an important aspect.
  • In a ranking performance evaluation system, the manager ranks each employee from most valuable to least valuable. This can create morale issues within the workplace.
  • An MBO or management by objectives system is where the manager and employee sit down together, determine objectives, then after a period of time, the manager assesses whether those objectives have been met. This can create great development opportunities for the employee and a good working relationship between the employee and manager.
  • An MBO’s objectives should be SMART: specific, measurable, attainable, results oriented, and time limited.
  • A BARS approach uses a rating scale but provides specific narratives on what constitutes good or poor performance.

Review each of the appraisal methods and discuss which one you might use for the following types of jobs, and discuss your choices.

  • Administrative Assistant
  • Chief Executive Officer
  • Human Resource Manager
  • Retail Store Assistant Manager

1 “The Struggle to Measure Performance,” BusinessWeek , January 9, 2006, accessed August 15, 2011, http://www.businessweek.com/magazine/content/06_02/b3966060.htm .

Doran, G. T., “There’s a S.M.A.R.T. Way to Write Management’s Goals and Objectives,” Management Review 70, no. 11 (1981): 35.

Drucker, P., The Practice of Management (New York: Harper, 2006).

Grote, R., Forced Ranking: Making Performance Management Work (Boston: Harvard Business School Press, 2005).

Lowery, M., “Forcing the Issue,” Human Resource Executive Online , n.d., accessed August 15, 2011, http://www.hrexecutive.com/HRE/story.jsp?storyId=4222111&query=ranks .

Phillips, J., Jennifer Shafter, Karol Ross, Donald Cox, and Scott Shadrick, Behaviorally Anchored Rating Scales for the Assessment of Tactical Thinking Mental Models (Research Report 1854), June 2006, US Army Research Institute for the Behavioral and Social Sciences, accessed August 15, 2011, http://www.hqda.army.mil/ari/pdf/RR1854.pdf .

Sprenkel, L., “Forced Ranking: A Good Thing for Business?” Workforce Management, n.d., accessed August 15, 2011, http://homepages.uwp.edu/crooker/790-iep-pm/Articles/meth-fd-workforce.pdf .

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

The Essay Method of Performance Appraisal

by Danielle Smyth

Published on 9 Aug 2019

The question of how to effectively gauge an employee’s performance on the job has been answered many times in many different ways, but there’s certainly no one agreed-upon method recommended by the human resources industry. Most experts agree that performance management is a critical part of having a successful business in today’s world and that effectively managing, developing and evaluating employees leads to a more efficient workforce and better company culture.

However, it’s deciding how to implement it within a certain company structure that can be challenging, and implementation is key to keeping the process effective rather than disruptive. The essay method of performance appraisal can be a great choice due to its thorough, thoughtful and unobtrusive nature.

Secrets to Effective Performance Appraisals

The truth is that effective performance appraisals take time. They take up the manager’s time, the employee’s time and the time of human resources, and they can potentially take up the time of teammates and co-workers who are asked about projects and collaboration.

For them to mean something, the process needs to be taken seriously, but that always must be balanced against the forward motion of the company and the day-to-day workloads of the employees in question.

Methods of Performance Appraisal

There are a number of methods used in today’s industries to evaluate employees. All of them require some sort of performance standard to be set at first and then an evaluation over a set period of time against that standard.

Some methods of review can be more effective than others, but some also require more dedicated time and thought from the manager or other evaluator. Some of the more common methods include the checklist method, the comparison or forced distribution method and the essay method.

Checklist Method of Performance Appraisal

With the checklist method, an employee is judged against a list of criteria. The criteria have been developed for the level or job of the employee, and usually all employees at similar levels are evaluated against it.

  • Yes/no checklists simply ask the evaluator to determine whether the employee exhibits the behavior defined in each criterion: for example, “comes to work on time,” “frequently contributes to group discussions” or “meets daily safety requirements.” It’s important to make sure that all criteria are phrased so that a "yes" is the desired answer because it can be very easy to confuse an evaluation when this isn’t the case. This provides a very simple and straightforward way of judging performance but won’t get into much nuance of individual strengths and weaknesses and may not do much to differentiate one employee from another.
  • Leveled checklists ask the evaluator to rate the employee on some sort of scale for each criterion. This could be a scale from one to five where five is optimal, or it could be a verbal scale with levels like “needs improvement,” “meets expectations” and “exceeds expectations.” Criteria might be “completes work within the timeline,” “collaborates with other departments” or “shows technical expertise.” These scaled ratings provide more nuance into each individual employee and should help highlight strengths as well as areas for improvement, but they require the manager to take more time to understand the performance within the department.

Comparison or Forced Distribution Methods

Comparison or forced distribution methods rate employees comparatively and against each other. This can be done in cases where an organization is rather flat, and it makes sense to compare a collection of employees together. The downside is that it can create a false sense of competition within employee groups or can result in bad attitudes.

  • Paired evaluations give the evaluator a set of employee comparisons and asks him to choose who is the better employee. This is normally done within a department. For example, a department of four employees would end up with six pairs for comparison, and the evaluator (or team) would then select the best employee within each pair. For larger departments, this can be time consuming for the evaluators.
  • Rankings simply ask the evaluator to rank employees from best to worst. This method is fully based on the perception of the evaluator and is not entirely popular because it is not systematic and can be easily affected by undiscovered bias on the part of the evaluator. It is, however, relatively easy to do for any manager who knows the team well.
  • Forced distribution methods focus on the fact that most evaluators tend to rate their employees well. It requires the evaluators to meet a set distribution within their evaluations such that each evaluation finds poor performers as well as excellent ones. While this can be a way to identify areas for improvement, it can also be read as having to meet a quota with ratings, which can lead to dissent.

Essay Evaluation Method

The essay method is a fairly straightforward approach in which the manager or evaluator writes a descriptive essay about each employee. The essay would cover the employees' achievements throughout the evaluation period as well as their strengths and weaknesses. The essay format gives the evaluators the flexibility to focus on whatever they personally find important about the individual’s performance.

However, the essay method can be time consuming for the manager, and it requires a certain level of writing skill for the evaluation to be meaningful. It also is unlikely to be systematic, which can make it difficult to compare evaluations from person to person.

Performance Appraisal Essays

The performance evaluation essay is maybe the most interesting of the methods, as it allows a manager to genuinely express thoughts about the employee in question rather than having to work with a template or list of criteria or comparisons.

There are advantages to this, mainly in allowing the appraisers to focus on what they feel is important for each individual whom they are evaluating. The downside of this apparent freedom is because the entire essay is subjective based on the evaluator’s approach, it becomes difficult to obtain any big-picture conclusions about the department, and it can be difficult to compare employees within a certain group.

The key to a successful performance appraisal essay is the writing skills of the person assembling it . Her attention to basic essay structure and her descriptions of the behaviors on which she focuses will determine whether the right message will get across during the evaluation, both to the employee and to the team of other managers and human resources employees who may be involved with ratings, promotions and improvement plans. Some attention to basic essay-writing principles should help the evaluator construct an essay that will be meaningful to all parties involved.

" id="basic-essay-writing " class="title"> Basic Essay Writing

The following are essential to the writing of an effective performance appraisal essay:

  • Preparation: For any essay, the first step is to gather information about the topic at hand. In this case, the manager should take the time to review past performance, current expectations and future needs for each employee whom he intends to evaluate. Review the employee’s achievements this year and examine reports and project records to get a full picture of performance.
  • Evaluation: Once the information is at hand, it’s important to spend time connecting the dots to figure out what story the essay needs to tell about the employee’s performance. Identify any changes in the employee’s performance over the evaluation period and establish a list containing the behaviors that have been commendable and in which areas the employee could use improvement.
  • Creation: Construct the essay in a manner that suits the manager’s writing style. Be sure to use professional, fair language and describe in words the successes and challenges of the employee’s work over this time period. 

Writing the Essay

The essay should open with an introduction summarizing the work completed by the employee during the evaluation period. Be sure to note key projects and pay attention to ongoing work as well as completed jobs. This is the time to discuss what the employee has done and recognize his overall contribution to the business. For example:

Jon successfully supported the infrastructure team, the McAce project and the office renovations project with technical drawings and materials lists as requested. He personally was able to complete the ventilation upgrade project, which ran over schedule but came in under budget. He submitted all monthly reports on time and took a training course this year to improve his skills at AutoCAD.

Highlight Employee Successes

The next portion of the essay should highlight some real successes for the employee. Mention his strengths and any areas where he has shown visible improvement over past performance. In this portion, focus less on what was done and more on how it was done. To continue the example:

Jon’s skill at estimation has improved greatly over the past year, with only one of his personal projects running over budget (as compared to at least 50 percent the previous year). This makes it much easier for the department to manage our overall budget appropriately and is greatly appreciated. Jon has been described as “friendly” and “personable” by his teammates, who have no problem approaching him when they need a drawing or have a question. He also had huge success with his contributions to the McAce project, which would have fallen behind schedule without his work.

Outline Areas for Improvement

After calling out successes, take some time to consider areas in which the employee needs improvement. For employees currently meeting all expectations, consider their future career path: Are there areas they need to develop in order to move into a new position? For employees whose performance may not be up to par, try to address it fairly and be straightforward and logical.

A number of Jon’s projects ran over schedule this year. It appears that Jon’s technical understanding of the work at hand could perhaps use some development. One such corrective action might be making sure to check with operators and maintenance personnel before launching a new project concept to make sure the problem at hand is actually being solved. Also, while Jon’s open personality makes him approachable, it can also lead to Jon taking extra-long breaks for conversation throughout the day, which can disturb some employees from their work.

Note that the criticisms are couched calmly in specific language that isn’t accusatory or angry and that the behaviors described correlate to an undesirable outcome. In some cases, a corrective action should be suggested. In other cases, it’s best to wait until the final step and develop a path forward with the employee in question.

" id="create-a-forward-plan " class="title"> Create a Forward Plan

The essay should end with a forward plan for the employee, involving any additional training or development she may need to meet current expectations as well as some sort of idea of the next step in her career.

The final step in the performance assessment essay is, of course, reviewing the essay with each employee. It’s best to give the employee a chance to read the evaluation and then open the floor to any questions the employee might have about what’s been written.

If an employee wants to challenge an assertion, she can be encouraged to write a short essay in return discussing why she might disagree with the essay. It’s important to discuss the successes and give recognition where it’s due as well as the challenges in order to ensure the employee understands.

  • Performance Appraisal
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  • What is a performance appraisal?

The purpose of a performance appraisal

  • How to organize a performance appraisal process

Performance appraisal examples

  • Performance appraisal methods

5 Modern method of performance appraisal

What is a performance appraisal.

A performance appraisal is the periodic assessment of an employee’s job performance as measured by the competency expectations set out by the organization.

The performance assessment often includes both the core competencies required by the organization and also the competencies specific to the employee’s job.

The appraiser, often a supervisor or manager, will provide the employee with constructive, actionable feedback based on the assessment. This in turn provides the employee with the direction needed to improve and develop in their job.

Based on the type of feedback , a performance appraisal is also an opportunity for the organization to recognize employee achievements and future potential.

The purpose of a performance appraisal is two-fold: It helps the organization to determine the value and productivity that employees contribute, and it also helps employees to develop in their own roles.

Benefit for organization

Employee assessments can make a difference in the performance of an organization. They provide insight into how employees are contributing and enable organizations to:

  • Identify where management can improve working conditions in order to increase productivity and work quality.
  • Address behavioral issues before they impact departmental productivity.
  • Encourage employees to contribute more by recognizing their talents and skills
  • Support employees in skill and career development
  • Improve strategic decision-making in situations that require layoffs, succession planning, or filling open roles internally

Benefit for employee

Performance appraisals are meant to provide a positive outcome for employees. The insights gained from assessing and discussing an employee’s performance can help:

  • Recognize and acknowledge the achievements and contributions made by an employee.
  • Recognize the opportunity for promotion or bonus.
  • Identify and support the need for additional training or education to continue career development.
  • Determine the specific areas where skills can be improved.
  • Motivate an employee and help them feel involved and invested in their career development.
  • Open discussion to an employee’s long-term goals.

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How to organize a performance appraisal process

Conducting a performance review with an employee requires skill and training on the part of the appraiser. The negative perception that is often associated with the performance appraisal is due in part to a feeling of being criticized during the process.

A performance appraisal is meant to be the complete opposite. Often, the culprit is in the way the appraisal is conducted via the use of language.

The way the sender of a message uses language determines how the other person interprets the message once received. This can include tone of voice, choice of words, or even body language.

Because a performance appraisal is meant to provide constructive feedback, it is crucial that appropriate language and behavior are used in the process.

Human Resources (HR) are the support system for managers and supervisors to be trained in tactfully handling the appraisal process.

The performance appraisal process:

  • The assessment process is usually facilitated by Human Resources, who assist managers and supervisors in conducting the individual appraisals within their departments.
  • An assessment method should be established.
  • Required competencies and job expectations need to be drafted for each employee.
  • Individual appraisals on employee performance are conducted.
  • A one on one interview is scheduled between the manager and employee to discuss the review.
  • Future goals should be discussed between employee and manager.
  • A signed-off version of the performance review is archived.
  • Appraisal information is utilized by human resources for appropriate organizational purposes, such as reporting, promotions, bonuses or succession planning.

Let’s take a look at one example of a Manager speaking to an employee during a performance appraisal. Below are three versions of the same example.

Compare the difference in language and behavior and how it can change the end-result:

1. An appropriate appraisal example with mixed feedback

“We can start the review by looking at how each project went for you this quarter. Does that sound OK? First, every project you have worked on in the last four months has met the expected deadline and were all within their budgets. I see one project here was even early. They were all implemented successfully. Well done. You have succeeded in the criteria expected of a Project Manager here at ABC Company. Let’s take a look at a few areas where you might be able to develop your project management skills further. In Project A, B, and C, a few team members expressed that they were unsure what to begin working on in the first few meetings and felt that they were engaging in their tasks a bit late. When they tried to express this in later meetings, they felt there was hostility towards them. For upcoming Projects D, E, and F, is there anything that can be done to get team members up and running more quickly? Could more detailed task planning be completed prior to the project kick-off?”

Debrief : This example removes the errors from the first example and puts them in a more constructive light.

  • The appraisal begins by involving the employee and making them feel like a valued part of the process.
  • The appraiser focuses on measurable outcomes, such as each individual project, instead of broad, baseless generalizations.
  • Positives are the focus of the assessment.
  • Areas for improvement are offered in a constructive and neutral format by referring to specific events in the employee’s day-to-day tasks.
  • The employee is given the opportunity to problem-solve the situation and contribute to their own sense of self-development.
  • Constructive solutions are offered so the employee has a clear idea on what they can do better next time.

2. An inappropriate negative appraisal example

“Let’s talk about some of the problems. You are never proactive when it comes to the start of a new project. Things are left too late and there are often complaints. I have heard that your attitude has been less than positive during project meetings. You seem to have things going on at home right now, but they shouldn’t be intruding on your work.”

This example is extreme, but it conveys most of the errors that can occur in a performance review.

  • The appraisal begins with a negative. It has been shown that starting with the positives can set the tone for the appraisal and helps employees feel more receptive to feedback.
  • The appraiser speaks in a negative, accusatory language and bases the assessment on assumption instead of measured facts. An appraisal needs to be based on measured facts.
  • The appraiser makes the discussion personal; a performance review should remain focused on the contributions of the employee to the job and never be about the individual as a person.
  • Phrases like “ you are ” or “ you always ” are generalizations about the employee; a performance appraisal needs to be about specific contributions to specific job tasks.

3. An appropriate appraisal example for underperformers

“I wanted to talk to you today about your performance during the last quarter. Looking at the completed project schedules and project debriefs here, I see that each of the five projects was kicked off late. Team members reported having trouble getting the resources and information they needed to start and complete their tasks. Each project was delivered a week or more late and had considerable budget creep. Project A was over by $7000. Project B was over by $9,000, for example. These budget overages were not authorized. I think we really have potential to turn this around and I really want to see you succeed. The role of Project Manager requires you to kick-off projects on-time, make sure your team members have the resources they need, and it’s crucial that any budget issues or delays are discussed with myself or the other Manager. For the upcoming projects this month, I’d like you to draft a project plan one week prior to any project kick-off. We can go over it together and figure out where the gaps might be. Did you have any suggestions on how you might be able to improve the punctuality of your projects or effectiveness of how they are run?”

Debrief : This example deals with an employee who seems to be struggling. The appraiser unfortunately has a lot of negative feedback to work through, but has successfully done so using appropriate language, tone and examples:

  • The feedback does not use accusatory language or tone, nor does it focus on the person. This is especially important at the start of a performance review when the topic is being introduced. Being accusatory can make an employee feel uncomfortable, upset or defensive and set the wrong tone for the rest of the review. Comments should remain focused on the employee’s work.
  • The comments are constructive and specific. The appraiser uses specific examples with evidence to explain the poor performance and does not make general, unsubstantiated comments. Making general, broad comments like “Your projects have a lot of problems and are always late” are unfair as they cannot be proven. The tone also creates hostility and does not help the employee to solve the problem.
  • The appraiser offers a positive comment about improving the situation and also a specific solution to improve the performance. The point of a performance review is to motivate and help an employee, not cut them down.
  • The appraiser asks for the input of the employee on how to solve the problem. This empowers the employee to become more involved in their skill development and ends a negative review on a positive note.

4. The inflated appraisal example

“I don’t think we have too much to talk about today as everything seems just fine. Your projects are always done on time and within budget. I’m sure you made the right decisions with your team to achieve all of that. You and I definitely think alike when it comes to project management. Keep up the great work.”

Debrief : This example appears like a perfect performance appraisal, but it’s actually an example of how to inappropriate:

  • The feedback glosses over any specifics regarding the employee’s actual work and instead offers vague, inflated comments about everything being great. Feedback needs to refer to specific events.
  • Any mention of trouble on the team is ignored. A performance review needs to discuss performance issues before they become serious later on.
  • The appraiser compares the employee to himself. This could be referred to as the “halo effect”, where the appraiser allows one aspect of the employee to cloud his or her judgement.
  • Nobody is perfect; every appraisal should offer some form of improvement that the employee can work towards, whether it is honing a skill or learning a new skill.

Performance Appraisal Methods

There are many ways an organization can conduct a performance appraisal, owing to the countless different methods and strategies available.

In addition, each organization may have their own unique philosophy making an impact on the way the performance assessment is designed and conducted.

A performance review is often done annually or semi-annually at the minimum, but some organizations do them more often.

There are some common and modern appraisal methods that many organizations gravitate towards, including:

1. Self-evaluation

In a self-evaluation assessment, employees first conduct their performance assessment on their own against a set list of criteria.

The pro is that the method helps employees prepare for their own performance assessment and it creates more dialogue in the official performance interview.

The con is that the process is subjective, and employees may struggle with either rating themselves too high or too low.

2. Behavioral checklist

A Yes or No checklist is provided against a series of traits. If the supervisor believes the employee has exhibited a trait, a YES is ticked.

If they feel the employee has not exhibited the trait, a NO is ticked off. If they are unsure, it can be left blank.

The pro is the simplicity of the format and its focus on actual work-relate tasks and behaviors (ie. no generalizing).

The con is that there is no detailed analysis or detail on how the employee is actually doing, nor does it discuss goals.

3. 360-degree feedback

This type of review includes not just the direct feedback from the manager and employee, but also from other team members and sources.

The review also includes character and leadership capabilities.

The pro is that it provides a bigger picture of an employee’s performance.

The con is that it runs the risk of taking in broad generalizations from outside sources who many not know how to provide constructive feedback .

4. Ratings scale

A ratings scale is a common method of appraisal. It uses a set of pre-determined criteria that a manager uses to evaluate an employee against.

Each set of criteria is weighted so that a measured score can be calculated at the end of the review.

The pro is that the method can consider a wide variety of criteria, from specific job tasks to behavioral traits. The results can also be balanced thanks to the weighting system. This means that if an employee is not strong in a particularly minor area, it will not negatively impact the overall score.

The con of this method is the possible misunderstanding of what is a good result and what is a poor result; managers need to be clear in explaining the rating system.

5. Management by objectives

This type of assessment is a newer method that is gaining in popularity. It involves the employee and manager agreeing to a set of attainable performance goals that the employee will strive to achieve over a given period of time.

At the next review period, the goals and how they have been met are reviewed, whilst new goals are created.

The pro of this method is that it creates dialogue between the employee and employer and is empowering in terms of personal career development.

The con is that it risks overlooking organizational performance competencies that should be considered.

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What Is a Performance Appraisal?

What is the purpose of performance appraisals, types of performance appraisals, what are some criticisms of performance appraisals.

  • Frequently Asked Questions

The Bottom Line

Performance appraisals in the workplace: use, types, criticisms.

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The term “performance appraisal” refers to the regular review of an employee’s job performance and overall contribution to a company. Also known as an annual review, employee appraisal, performance review or evaluation, a performance appraisal evaluates an employee’s skills, achievements, and growth, or lack thereof.

Companies use performance appraisals to give employees big-picture feedback on their work and to justify pay increases and bonuses, as well as  termination decisions. They can be conducted at any given time but tend to be annual, semiannual, or quarterly.

Key Takeaways

  • A performance appraisal is a regular review of an employee’s job performance and contribution to a company.
  • Performance appraisals are also called annual reviews, performance reviews or evaluations, or employee appraisals.
  • Companies use performance appraisals to determine which employees have contributed the most to the company’s growth, review progress, and reward high-achieving workers.
  • Although there are many different kinds of performance reviews, the most common is a top-down review in which a manager reviews their direct report.
  • Employees who believe that the evaluation’s construction isn’t reflective of their company’s culture may feel dissatisfied with the appraisal process.

Performance appraisals are usually designed by human resources (HR) departments as a way for employees to develop in their careers. They provide individuals with feedback on their job performance, ensuring that employees are managing and meeting the goals expected of them and giving them guidance on how to reach those goals if they fall short.

Because companies have a limited pool of funds from which to award incentives, such as raises and  bonuses , performance appraisals help determine how to allocate those funds. They provide a way for companies to determine which employees have contributed the most to the company’s growth so that companies can reward their top-performing employees accordingly.

Performance appraisals also help employees and their managers create a plan for employee development through additional training and increased responsibilities, as well as to identify ways that the employee can improve and move forward in their career.

Ideally, the performance appraisal is not the only time during the year that managers and employees communicate about the employee’s contributions. More frequent conversations help keep everyone on the same page, develop stronger relationships between employees and managers, and make annual reviews less stressful.

Most performance appraisals are top-down, meaning that supervisors evaluate their staff with no input from the subject. But there are other types:

  • Self-assessment : Individuals rate their job performance and behavior.
  • Peer assessment : An individual’s work group or co-workers rate their performance.
  • 360-degree feedback assessment : Includes input from an individual, supervisor, and peers.
  • Negotiated appraisal : This newer trend utilizes a mediator and attempts to moderate the adversarial nature of performance evaluations by allowing the subject to present first. It also focuses on what the individual is doing right before any criticism is given. This structure tends to be useful during conflicts between subordinates and supervisors.

There are many performance appraisal apps that have been developed to help companies automate the evaluation process.

Performance appraisals are designed to motivate employees to reach and/or exceed their goals. But they do come with a lot of criticism.

An issue with performance appraisals is that differentiating individual and organizational performance can be difficult. If the evaluation’s construction doesn’t reflect the culture of a company or organization, it can be detrimental. Employees may report general dissatisfaction with their performance appraisal processes. Other potential issues include:

  • Distrust of the appraisal can lead to issues between subordinates and supervisors or a situation in which employees merely tailor their input to please their employer.
  • Performance appraisals can lead to the adoption of unreasonable goals that demoralize workers or incentivize them to engage in unethical practices.
  • Some labor experts believe that the use of performance appraisals has led to lower use of merit- and  performance-based compensation.
  • Performance appraisals may lead to unfair evaluations in which employees are judged not by their accomplishments but by their likability. They can also lead to managers giving underperforming staff a good evaluation to avoid souring their relationship.
  • Unreliable raters can introduce a number of biases that skew appraisal results toward preferred characteristics or ones that reflect the rater’s preferences.
  • Performance appraisals that work well in one culture or job function may not be useful in another.

What Are Performance Appraisals Used For?

Performance appraisals are used to review the job performance of an employee over some period of time. These reviews are used to highlight both strengths and weaknesses to improve future performance.

What Are the Benefits of a Performance Appraisal?

When executed correctly, performance appraisals can pay off significantly. Among other things, they are capable of boosting employee morale and engagement, clarifying expectations, helping to get the best out of staff, and incentivizing hard work and dedication.

It’s not just companies that benefit, either. Open lines of communication make it easier for employees to raise concerns, express themselves, find their right path, feel appreciated, and be rewarded when they do a good job.

When Should a Performance Appraisal Take Place?

Performance management is an ongoing process. Throughout the year, managers are encouraged to engage with employees to establish goals, note progress, and provide feedback. Formal reviews or appraisals often take place on a yearly or quarterly basis.

What Is a 360-Degree Appraisal?

Standard performance reviews include an employee and their manager or supervisor. The 360-degree version also solicits input from the employee’s colleagues or co-workers.

Communication between employees and their manager or supervisor can be very rewarding. Performance appraisals are capable of boosting morale and output, benefiting all parties.

That’s assuming they go well, though. Sadly, many performance appraisals aren’t executed in the most effective way. In many cases, they may be rushed or simply follow a set framework that perhaps doesn’t always benefit every type of industry or person. Poorly handled appraisals can be counterproductive. Without a bespoke approach and careful consideration of how to structure meetings and set reasonable targets, the performance appraisal process can have its drawbacks.

Harvard Business Review. “ Appraisal of What Performance? ”

Mint HR. “ Performance Appraisal .”

University of California, Rausser College of Natural Resources. “ Performance Appraisal .”

Regent University. " Why Employees Dislike Performance Appraisals ."

U.S. Bureau of Labor Statistics. “ Appraising the Performance of Performance Appraisals .”

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3+ Performance Evaluation Essay Examples in PDF

3 Performance Evaluation Essay Examples in PDF

Have you ever wondered how to evaluate someone to see if they are still up to their worth? For students and employees, a performance evaluation may sound terrifying but it is actually far from it. A performance evaluation is used to see and to target out the person’s difficulty and to make it all the better. In this article, we have 3+ performance evaluation essay examples in PDF. Some samples you may download to use. Check it out now.

3+ Performance Evaluation Essay Examples

1. performance evaluation essay template.

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2. Business Performance Evaluation Essay

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3. Work-Based Performance Evaluation Essay

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4. Performance Evaluation Narrative Essay

performance evaluation narrative essay

Definition of Performance

To execute something . To be able to act out what is being given as a form of a task. The promise of doing an action.

Definition of Evaluation

Evaluation as defined is to determine whether the individual’s worth and significance is still followed by a certain criteria. The use of an evaluation is to understand and correct an individual shortcomings and prevent any other issues that may undermine the individuals’ significance.

Definition of Evaluation Essay

An evaluation essay is also called a report essay or a critical essay. This essay is the type that may lead to an argument between the writer and their audience. This is also the essay that needs critical and analytical thinking. The writer must also provide evidence and extensive research to support the case or the topic they choose to write about. These evidences are based on facts.

Definition of Performance Evaluation Essay

The process of evaluating students or employees. To show them their weaknesses and address them in a polite and professional manner. To target the issues and resolve them to get a better outcome.

Tips for Writing Evaluation Essays

Here are some useful tips to help you write an evaluation essay.

  • Choose your Topic: Like in any other essay writing, choose the topic you wish to discuss. Once you have done that, do your research and give out some evidence to support your topic.
  • Write the Statement: The most important part of your essay is always your statement. This is where the narrative comes in. Write about your topic, discuss in your narrative about your chosen topic, as well as the key points. 
  • Search for Supporting Evidence: When writing this type of essay, evidence is key. Do your research, look for information that supports your evaluation. 
  • Make a Copy: Make a copy of your essay. Whether it is a draft or your final paper. This way, you can compare and find some loopholes in your document and change that.
  • Review, Rewrite, Revise: Review your work. Look for some grammatical errors that you may have forgotten and rewrite them. Check your spelling and correct punctuation marks. Revise the parts that need revising.

What makes a good performance evaluation essay?

A performance essay must have the following information. The narrative, the methods and the objectives. It must also follow a format and a rubrics for it to be considered a performance essay.

Is there an easier way to conduct a performance evaluation?

You may use an essay type to conduct your evaluation or you may use a table type to conduct. All these would still depend on the rubrics that you made to evaluate your employees’ performances .

Is rubrics necessary to evaluate my employees’ performance?

A rubrics is simply there as a guide to evaluate but if you choose to use another, that is fine as well.

A performance evaluation essay should start and end with the target topic of what the author intends to write about. The extensive research and evidence should also be present as this is the type of essay where hard facts are based on. Assumptions of any sort should be avoided.  As this is seen as something to evaluate students or employees welfare, it should be used as such. The rubrics for the essay is merely a guide and should not be used as a means of judging a person’s actions nor a person’s shortcomings. With that being said, following the tips and the examples as guides for your evaluation essay writing should be easy.

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Essay on Performance Appraisal

Evaluation of employees’ skills, growth, and achievements requires a regular review of their job performances and contributions to a company. Performance appraisals give companies such assessments to determine the employees that have contributed most and reward them for their achievement. There are several types of performance appraisals. This essay focuses on the 360-degree feedback method using Bollore Transport and Logistics Company as a reference organization.

The 360-degree feedback is an appraisal method that systematically collects performance data about an organization’s stakeholders such as supervisors, subordinates, suppliers, customers, mentors, and other external raters to measure an employee’s effectiveness, performance, and development. Its process is a loop with a sequence of steps such as planning, organizing a meeting, designing feedback, developing the report, delivering results, reviewing feedback, learning, and follow-up (Siddiqui, 2017). The feedback from these steps comes from multiple sources in the organization. Regarding its instrument of focus, 360-degree feedback is behaviorally based. It measures an employee’s behavioral change in alignment with Bollore objectives, values, and people. Measuring employees’ behavior is preferable to their results. The Bollore Company learns about an employee’s qualities and suitability in performing a particular job. Therefore, 360-degree feedback is a behavior-based performance appraisal method that provides holistic feedback from multiple sources.

The 360-degree feedback is a subjective performance evaluation method that measures intangible employee qualities such as teamwork, leadership effectiveness, and character. This criterion applies a scale ranging from poor to excellent as there is no attachment of numerical scores. The subjective evaluation has several advantages and disadvantages in measuring appraisal effectiveness. The benefits include providing a broader input on employee performance and its applicability in jobs that require personal qualities more than technical proficiency. On its disadvantages, the subjective approach has bias and discrimination according to gender, race, and disability. The application of 360-degree feedback requires the evaluation of these advantages and disadvantages.

Using 360-degree feedback is easy to use because it requires raters to input entries into customized software. Therefore, analyzing the input from the entries yield immediate results. It differentiates high and low-performing individuals using a grading system. The rating scale consists of questionnaires describing employee performance with ranges from 1 to 5. Ensuring the anonymity of raters and the diversity of stakeholders in the survey guarantees the accuracy of this instrument.

There are several advantages and disadvantages of using 360-degree feedback evaluation. The benefits include multiple sources of feedback and identifying development opportunities, whereas its downsides are threats of negative emphasis on receiver performance and inbuilt biases. Since its advantages out-weight the negatives, companies like Bollore transport and logistics use it for evaluating employees.

In conclusion, 360-degree feedback evaluates employees using multiple stakeholders. It is a behavior-based technique that is subjective. Companies like Bollore use it because of its output from numerous feedbacks and identification of development opportunities. However, it has limitations in biases and negative emphasis on participant’s weaknesses.

Siddiqui, S. T. (2017). Impact of 360-degree feedback on employee and organization growth: With reference to Higher Education Institutes of Pakistan.  International Journal of Advanced Research ,  5 (4), 27–32.  https://doi.org/10.21474/ijar01/3778

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  • Corporations

Performance Appraisal

Updated 04 September 2023

Subject Corporations ,  HR Management

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Category Business

Topic Company

Performance management is the process of identifying employees’ strengths and weaknesses based on the past and current performances. In this case, however, Brenda is not provided with past performance appraisal data and therefore, to create a new appraisal system for her employer, she will follow the following steps. First, Brenda should identify the organizational goals, both short-term and long-term. After identifying the goals, Brenda needs to set performance expectations for every employee. Employees should understand their duties, responsibilities and their targets. Brenda should then monitor the employees closely to identify their weaknesses and strengths as she keeps the record. Brenda should carry out periodic employee performance review to let the employees know their progress. The final step is to evaluate the overall employee performances as she sets new performance expectations for the next financial year.

Question 2.

The most appropriate type of appraisal technique that Brenda should recommend the company to use is management by objective method.  This is the most appropriate method because it involves setting up objectives and goals for each employee. The employees are therefore deemed to perform well because they are aware of their goals and the quality of work that needs to be delivered. The method is also less time-consuming. Alternatively, the paired comparison method can work well because the company is creating a new appraisal system.

Question 3.

During the employee performance appraisal process, errors are likely to occur. Brenda must, therefore, be aware of halo effect error, leniency error, central tendency error, recency error and first impression error.  To avoid these errors, employees should be evaluated based on both past performance and current performance. Employees should not be evaluated based on the critical incidences alone. All aspects of employees need to be evaluated appropriately without any biases.

Benge, E. J. (1984). Employee Performance Appraisal. In The Foreman/Supervisor’s Handbook (pp. 344-363). Springer, Boston, MA.

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Bring Human Values to AI

  • Jacob Abernethy,
  • François Candelon,
  • Theodoros Evgeniou,
  • Abhishek Gupta,
  • Yves Lostanlen

essay in performance appraisal

When it launched GPT-4, in March 2023, OpenAI touted its superiority to its already impressive predecessor, saying the new version was better in terms of accuracy, reasoning ability, and test scores—all of which are AI-performance metrics that have been used for some time. However, most striking was OpenAI’s characterization of GPT-4 as “more aligned”—perhaps the first time that an AI product or service has been marketed in terms of its alignment with human values.

In this article a team of five experts offer a framework for thinking through the development challenges of creating AI-enabled products and services that are safe to use and robustly aligned with generally accepted and company-specific values. The challenges fall into five categories, corresponding to the key stages in a typical innovation process from design to development, deployment, and usage monitoring. For each set of challenges, the authors present an overview of the frameworks, practices, and tools that executives can leverage to face those challenges.

Speed and efficiency used to be the priority. Now issues such as safety and privacy matter too.

Idea in Brief

The problem.

Products and services increasingly leverage artificial intelligence to improve efficiency and performance, but the results can be unpredictable, intrusive, offensive, and even dangerous.

The Solution

Companies need to factor AI’s behavior and values into their innovation and development processes to ensure that they bring to market AI-enabled offerings that are safe to use and are aligned with generally accepted and company-specific values.

How to Proceed

This article identifies six key challenges that executives and entrepreneurs will face and describes how to meet them. Companies that move early to acquire the needed capabilities will find them an important source of competitive advantage.

When it launched GPT-4, in March 2023, OpenAI touted its superiority to its already impressive predecessor, saying the new version was better in terms of accuracy, reasoning ability, and test scores—all of which are AI-performance metrics that have been used for some time. However, most striking was OpenAI’s characterization of GPT-4 as “more aligned”—perhaps the first time that an AI product or service has been marketed in terms of its alignment with human values.

  • JA Jacob Abernethy is an associate professor at the Georgia Institute of Technology and a cofounder of the water analytics company BlueConduit.
  • FC François Candelon is a managing director and senior partner at Boston Consulting Group (BCG), and the global director of the BCG Henderson Institute.
  • Theodoros Evgeniou is a professor at INSEAD and a cofounder of the trust and safety company Tremau.
  • AG Abhishek Gupta is the director for responsible AI at Boston Consulting Group, a fellow at the BCG Henderson Institute, and the founder and principal researcher of the Montreal AI Ethics Institute.
  • YL Yves Lostanlen has held executive roles at and advised the CEOs of numerous companies, including AI Redefined and Element AI.

essay in performance appraisal

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Tracy Chapman & Luke Combs Deliver Gripping Performance Of "Fast Car" | 2024 GRAMMYs

Tracy Chapman and Luke Combs pulled out all the stops with a performance of four-time GRAMMY winner and 13-time nominee   Tracy Chapman’s “Fast Car” at the 2024 GRAMMYs .

Luke Combs   is a giant of country music, with seven GRAMMY nominations under his belt prior to the 2024 GRAMMYs. The legendary Tracy Chapman made her first televised performance in many years at the 66th Annual GRAMMY Awards. She first performed “Fast Car” at the 1989 GRAMMYs where she won the award for Best Female Pop Vocalist. At the 2024 GRAMMYs, Combs was nominated for his rendition of the track for Best Country Solo Performance.

Head to live.GRAMMY.com now to experience the 2024 GRAMMYs in full.

Tracy Chapman & Luke Combs Deliver Gripping Performance Of "Fast Car" | 2024 GRAMMYs

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‘Small Things Like These’ Review: Cillian Murphy Brings Quiet Intensity to a Mournful Irish Moral Drama

A father's conscience challenges the community code of silence around the Magdalene laundries in Tim Mielants' subdued but powerful Berlinale opener.

By Guy Lodge

Film Critic

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Small Things Like These

For if Murphy’s character Bill Furlong is quiet, the town around him is practically petrified. A sleepy settlement in Ireland’s County Wexford, New Ross is, like the rest of the country, dourly in thrall to the Catholic Church, with local convent head Sister Mary (Emily Watson) held by all in tense, unquestioned esteem. The year is 1985, and a great institutional reckoning is some way off. Still, people know enough to look tactfully away from the convent’s imposing, ever-closed doors when young girls in trouble are pushed through them. A single wall separates the building from the school attended by more fortunate children, Bill’s five daughters among them, and if any cries or screams are heard through the bricks, they’re quickly unheard by communal agreement.

Deftly adapted by playwright Enda Walsh from Claire Keegan’s Booker-shortlisted novella, “Small Things Like These” counts on its audience to know what’s happening behind those doors — a litany of abuses visited upon the “fallen” women and children confined in Ireland’s corrupt, Catholic-run Magdalene laundries. Whether through news exposés, artworks like Peter Mullan’s “The Magdalene Sisters,” or the anguished testimony of victims like the late Sinéad O’Connor, the truth has since been unpacked, and neither Keegan’s book nor Mielants’ film is out to graphically rake through it. Instead, the drama here lies in the community blind spots, maintained through equal parts innocence and avoidance, that enabled these institutions to prosper for as long as they did.

Set in the days leading up to Christmas, “Small Things Like These” makes a virtue of the midwinter’s stingy daylight — which, in this stretch of southeast Ireland, is dull even at its noontime brightest — and of darkness warmed by seasonal, face-saving lights and garlands. Cinematographer Frank van den Eeden (“Close”) works in hues of canvas and rust, picking out pools of half-lit clarity amid the drear, but the effect is never cozy. Tension over things unseen permeates every frame, and that’s before Bill, while delivering coal to the convent, steps uninvited past the doors, into a veritable fug of oak-panelled oppression.

Sarah (Zara Devlin), a newly admitted young mother, accosts him with a desperate plea to help her escape. She’s as frenzied as Sister Mary is immaculately calm in her interception. Assisted by Watson’s cold, uncreased performance, Mielants toys with the gothic atmospherics of ecclesiastical horror, but doesn’t need to push them very far. There’s menace enough here in everyday reality, down to the few pound notes that Mary pointedly folds into a Christmas card, and hands Bill as a family gift. He doesn’t refuse it, but doesn’t open it either. Any resistance is qualified, and ultimately ineffectual, in this culture of open secrecy, built on petty standards of politeness and neighborly compliance.

Walsh’s spare, sharp dialogue is alive to the conversational traps and swerves that keep small-town consciences closed if not clean, while Mielants contributes an outsider’s view, shooting the tight streets, cramped pubs and adjoining, two-up-two-down houses of New Ross with a reserve that emphasizes its exclusive closeness. But it’s Murphy’s exquisitely pained performance, unclenching by fine degrees into something like grace, that gives “Small Things Like These” its eventual, fist-in-the-gut power, even as the film evades melodramatic confrontation to the last, ending elegantly at a point where many other stories might choose to begin. Action supplants the need for questioning, or negotiation, or talk at all: At least for a moment, Murphy’s face crinkles and tenses with enough defiant moral certainty to correct a church, a country, and a history of sorrow.

Reviewed at Berlin Film Festival (opener, Competition), Feb. 15, 2024. Running time: 97 MIN.

  • Production: (Ireland-Belgium) An Artists Equity presentation in association with Screen Ireland of a Big Things Films production in co-production with Wilder Content. (World sales: Film Nation Entertainment, New York City.) Producers: Cillian Murphy, Alan Moloney, Matt Damon, Drew Vinton, Catherine Magee. Executive producers: Ben Affleck, Kevin Halloran, Michael Joe.
  • Crew: Director: Tim Mielants. Screenplay: Enda Walsh, based on the novel by Claire Keegan. Camera: Frank Van den Eeden. Editor: Alain Dessauvage. Music: Senjan Janson.
  • With: Cillian Murphy, Eileen Walsh, Michelle Fairley, Emily Watson, Clare Dunne, Helen Behan, Zara Devlin.

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essay in performance appraisal

At its center is another richly defined and dedicated Hilary Swank performance as the two-time Oscar winner goes for what she knows best, a flawed character who picks herself up off the floor determined to make a difference in not only her own life, but an entire community. She plays Sharon, a divorced alcoholic hairdresser at odds with her son who one day sees something in the local Kentucky small town newspaper and decides to show up out of the blue to offer help. She turns up unannounced at the funeral for Theresa, the wife of blue collar roofer Ed Schmitt ( Alan Ritchson ) who is grieving the loss of his life partner and mother of their two girls, one of whom, Michelle, suffers from the same rare congenital liver disease her mom died from. She is in desperate need of a transplant and Sharon is offering her unique talents to bring awareness. It gets even more urgent when it is learned an organ transplant is now possible, but they must get Michelle to the Omaha hospital urgently. It won’t be easy. The snowstorm of the century at 22 degrees below zero and 16 inches of powder has blanketed the area. Using every idea in her wheelhouse, Sharon manages to engage the entire tiny community to attempt the impossible.

Producers are Jon Berg, Roy Lee, Dave Matthews, Johnathan Dorfman, Sarah Johnson, David Beal, Kevin Downes, Jon Erwin, Andrew Erwin.

Title: Ordinary Angels Release date: February 23, 2024 Director: Jon Gunn Screenwriters: Meg Tilly, Kelly Fremon Craig Cast: Hilary Swank, Alan Ritchson, Nancy Travis, Tamala Jones, Drew Powell, Amy Acker, Skywalker Hughes, Emily Mitchell Rating: PG Running time: 1 hour and 56 minutes

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Usher Brings Precise Details to Pop’s Biggest Stage: The Super Bowl

In a halftime set that touched on more than a dozen songs, the R&B star delivered a raucous Atlanta party and a lesson in intimate showmanship.

Usher, dressed in a blue-and-black motorcycle outfit, stands with his arms out as dancers surround him on a stage.

By Jon Caramanica

A few minutes into Usher’s dynamic and sly Super Bowl LVIII halftime show performance Sunday night at Allegiant Stadium in Las Vegas came a moment of uncommon, almost startling calm.

Alicia Keys had just appeared, in a sequined red jumpsuit and matching encrusted gown, and rather gratuitously flubbed the opening note of her hit piano ballad “If I Ain’t Got You.”

She recovered, and as she approached the end of the chorus, you could hear Usher singing in quiet harmony as the camera panned back, settling on the two of them at opposite ends of Keys’s piano. Usher picked up the final line of the chorus — alone, smooth and confident, almost whispered — before Keys returned to share the last note.

Allegiant Stadium holds approximately 65,000 people, but in that instant, there were only two. It was one of the quietest sequences in halftime history, a remarkable testament to the gifts of Usher, a performer of precise detail who is enjoyed best with rapt attention.

Most of the rest of the performance — which touched on more than a dozen songs — was grander in scale, designed to fill a football field: A small-bore, granular-gestured showcase gave way to an explosive party. But what this set did so well was make plain that Usher’s commitment to minutiae and his capacity for grandeur are fired in the same cauldron. He can control the stage when it is packed to the gills, and he can do it alone.

Thirty years into his career , Usher, 45, is a showman with his voice, to be sure, but also — and maybe more so — with his body and his feet. From the opening, the telecast was careful not to waste any of his movements, the camera resting on him as he worked through careful footwork and body-bending routines. The fact that he was doing many of these moves on grass, especially in the first segment — “Caught Up,” “U Don’t Have to Call” — was especially impressive.

He began with dance-centric hits with indelible opening lines, took a brief spoken interlude to acknowledge God and his mother, then offered a sprinkle of the ballad “Superstar” before being joined, loudly, by a marching band on “Love in This Club.” Keys’s subsequent set piece ended with the two vocalists singing “My Boo” while tenderly sashaying.

Then the transition to party mode began. The Atlanta producer Jermaine Dupri did some crowd warm-up work before Usher delivered “Confessions Part II,” one of the most upbeat songs about sexual infidelity in pop history. After a brief detour through “Nice & Slow” (with a brief acknowledgment of the song’s recent afterlife as a meme ) and the saucily urgent “Burn,” he came to “U Got It Bad,” in which he did an extended dance routine with an agreeable microphone stand.

Up until this point, Usher had been in a steady procession of dishabille — a white fur coat giving way to a cropped white blazer giving way to a heavily sequined sleeveless T-shirt. Here, he completed the journey, stripping to a tank top and then down to nothing above the waist but his signature U diamond pendant. (In fairness, the jokey preshow warning did say that the performance may cause “possible relationship issues.”)

This was the show’s peak: his strongest singing with his most detailed dancing. It was small-stage Usher — not dissimilar to the one who spent much of the last year performing a residency at the Park MGM Hotel and Casino just 10 minutes up the road — holding down an impossibly grand presentation.

From that point on, everything was loose, unburdened fun. H.E.R. played some thrusting guitar, and shifted into the silky funk of “Bad Girl.” Soon, the stage was cluttered with dancers on skates — an embrace of Atlanta’s Black roller rink culture. Usher himself, now wearing a glittering black-and-blue motorcycling get-up, was on skates, too, and nimbly at that.

An Atlanta party had commenced. He did a tiny bit of “OMG,” a collaboration with Will.i.am that mostly served to underscore the common threads between pop-EDM and the Atlanta crunk music that preceded it by almost a decade. Lil Jon arrived for some motivational shouting, and then transitioned into “Yeah!” That 2004 collaboration took some of the most serrated textures in hip-hop and made them inescapable pop. Ludacris was there, too, managing to sneak in a few of his bawdiest lyrics on this most sanitized of stages.

This finale was a halftime show bonanza: a 20-year-old hit that still sounds like it’s from the future, a rip-roaring party of hundreds, a link between Black college marching bands and the hip-hop and R&B that they often interpret on the field. Everyone onstage did the A-town stomp, the muscle, the thunderclap, the rockaway. “I took the world to the A,” Usher chanted, reminding everyone that in his hands, the global and the local are one and the same.

5 Essential Usher Songs

album art for You Make Me Wanna... (1997)

You Make Me Wanna... (1997)

The first single from his earliest collaboration with the producer Jermaine Dupri, “My Way” shows the hallmarks of their decades-long partnership: a mid-tempo, bouncing track about relationship woes that leaves room for a dance breakdown that defined the song’s video. Full track

album art for Yeah! (2004)

Yeah! (2004)

Usher featuring lil jon and ludacris.

Usher’s longest-charting No. 1 hit, “Yeah!”, which spent 12 weeks in the top spot, was a late add to “Confessions” after the Arista label boss L.A. Reid asked the artist and Dupri to craft a lead single for the album. The result was this eminently danceable Crunk-n-B track with fellow Atlanta artists Lil Jon and Ludacris. Full track

album art for Confessions Part II (2004)

Confessions Part II (2004)

Usher wrote this magnus opus of cheating alongside Dupri and Bryan Michael-Cox, weaving a soap opera of infidelity over a sparse drum loop, programmed handclaps and a lilting guitar riff. The single became the third of four No. 1 hits from the album “Confessions.” Full track

album art for Love in This Club (2008)

Love in This Club (2008)

Usher featuring young jeezy.

This paean to the bottle service era sees Usher delivering silky R&B seduction over synth-driven production and 808 drums, presaging his later forays into electronic dance music. Jeezy’s cocksure cameo verse turns the smoothly libidinous invitation into a full-on dare. Full track

album art for Climax (2012)

Climax (2012)

Though it wasn’t the first of Usher’s pop-leaning EDM collaborations – “OMG” featuring Will.i.am and “Without You” with David Guetta came before – “Climax” was his best marriage of the form, featuring a powerhouse vocal that swells and dives as he laments a love that’s “going nowhere fast.” Full track

Track previews  and album art courtesy of

Jon Caramanica is a pop music critic for The Times and the host of the “Popcast” podcast. He also writes the men's Critical Shopper column for Styles. He previously worked for Vibe magazine, and has written for the Village Voice, Spin, XXL and more. More about Jon Caramanica

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Performance Appraisal, Its Benefits and Drawbacks Essay

Should performance appraisals be eliminated, recommendations to managers.

The topic of performance appraisal has been lately put under significant scrutiny within the corporate environment. As the requirements and the demands of clients change, businesses are forced to adapt and make improvements following such changes. Consequently, the environment in the workplace also changes, calling for more efficiency in performing assigned tasks. Performance appraisal interviews have been criticised for being ineffective in evaluating the actual accomplishments of employees.

Furthermore, performance appraisals are conducted once or twice a year while employees that want to achieve something in a company need feedback on a weekly basis (Bersin, 2013). Many successful companies like Microsoft are currently trying to overcome the burden of performance appraisals and focus on in-time feedback for employees, as mentioned by Kaine and Johns (2015). Appraisal interviews can be particularly stressful for workers when the results depend on the pay rises and bonuses for excellent performance. Adding together all of the points mentioned above and the hard costs of performance management (Buckingham & Goodall, 2015), and the image of performance appraisal interviews is not as pristine as it could have been.

Therefore, to answer the question of whether the days of performance appraisal should be numbered, it is important to account for its pros and cons. As for the pros, the aim of performance appraisals is assessing employees’ effectiveness as well as setting goals for the future (Sandlund, Olin-Scheller, Nyroos, & Nahnfeldt, 2011), which cannot be considered an unimportant task. Another advantage is directly associated with managers’ inability to spend more time with employees and engage into a conversation with them.

Performance appraisals offer managers an opportunity to have one-on-ones with workers, giving a better understanding of who feels great working in the company. Moreover, appraisals allow managers to give a formal positive feedback to those employees who feel confident in their abilities and want to identify their future areas for improvement. Lastly, interviews about employees’ performance identify opportunities, which may be discovered in the course of the appraisal. As a result of this, the manager can assign and reassign projects in agreement with the interests of workers. Overall, if done correctly, performance appraisals can motivate, direct, and positively impact the performance of separate individuals or a company as a whole.

The cons of performance appraisals interviews overweigh the advantages. As discussed in multiple articles, especially the authoritative resources such as Forbes and Harvard Business Review , the majority of performance appraisals do much more damage than good. Among the damages is the wasting of time on the lower end of the spectrum and the alienation of employees on the other end, which is the most troublesome (Lawler, 2014).

Many can agree that the process of performance management itself is uncomfortable for both workers and managers. A manager can often be uncomfortable in his or her ‘judgement seat’, having to provide constructive criticism and make sure that the interviewee does not respond with a defensive remark (Heathfield, 2016). Therefore, there is an immense amount of pressure put on the manager, who should not only conduct an objective performance appraisal but also identify the consequences of the interview. Otherwise, if there are no clear results of the evaluation, it can be considered a complete waste of time, funds, and effort (Daoanis, 2012).

Having advantages and disadvantages, performance appraisal interviews have been said to influence employees both negatively and positively. For example, worker’s loyalty and efficiency can be significantly increased after a performance appraisal. On the other hand, some employees do not experience positive outcomes and are unwilling to dedicate more of their extra time to completing an assignment if they are not financially rewarded for it. This means that the majority of workers in a company put their interests first, and are only willing to dedicate extra effort if their payment increases.

It can be concluded that the majority of performance appraisals require much more effort on the part of the manager and the employee compared to the value they offer. As seen from the role-playing exercises that were targeted to find out the benefits of performance appraisals, employees are usually forced to take a defensive position and make sure that the manager agrees with them.

Managers may also be put under great pressure since they usually do not spend much time interacting with employees on a daily basis, but at the performance appraisal, they should act like they know everything about the relationships within the company as well as the effectiveness of employees in completing their assignments. Therefore, the days of yearly performance appraisals are long gone, and managers should start paying more attention to giving workers feedback in real time. Such a strategy will be more effective since there will be a chance to fix mistakes, regroup, set new objectives, and act upon them. There is no point for an employee to wait a year to get feedback from the manager when there is an option to go to his or her office and ask straightforward questions.

The process of performance management is one of the weakest points for the vast majority of companies. Comprised of employee development and performance appraisal, performance management is often called the “Achille’s heel of human resource management” (Pulakos, 2004, p. 1). Moreover, as discussed previously, there is only a small portion of employees in a company who think that performance appraisals bring positive outcomes for their professional development. This suggests that the majority of appraisal interviews are poorly designed, and managers contribute to their ineffectiveness with the reluctance of providing constructive feedback and discuss relevant topics with employees on honest terms.

Lastly, performance appraisals may be very cumbersome for the company as to the financial aspect. Therefore, it is high time for managers to improve their performance management skills to facilitate conversation within the corporate environment, make sure that employees do their work, and establish trusting relationships that will become a basis for success in accomplishing assignments. Effective performance management will correlate with the enhancement of individual and group productivity, creating behaviors that align with the company’s strategy and providing a ground for making human capital decisions (Pulakos, 2004).

The key advice one may give to a manager to improve his or her performance management is associated with the notion of ongoing feedback . It has already been discussed that yearly performance appraisals rarely bring any benefits because they are conducted once in a long period of time. Similar to the way coaches train athletes, managers can also give their employees feedback in real time, so there is a possibility to improve quickly.

Moreover, ongoing feedback improves productivity within the company because managers can share their ideas instantly and give employees an opportunity to develop new skills. Apart from improving productivity, ongoing feedback influences the development of strong corporate relationships and increases retention in a position (Reynolds, 2016). Therefore, there is a variety of advantages ongoing feedback brings to the workplace ranging from maintaining engagement to eliminating any surprises during the review period. It is strongly recommended for managers to start giving employees feedback in real time and experience its positive impact.

The second recommendation that can be given to any manager in a company is measuring employee engagement . Many workers may be unsatisfied with their job, but the manager may have no idea about it. Employee engagement is a crucial component of performance management that is very often overlooked. It is advised for the manager to develop employee surveys that will act as “two-way communication tools” (McMullen, 2013, p. 25). The results of the surveys should be shared with the senior management as well as employees to cooperatively develop a cohesive plan for action. If managers never address the challenges identified in employee engagement surveys, workers will continue doing their work at minimum capacity just to get paid each month. It is crucial for managers to act upon the identified challenges and make sure that workers are emotionally engaged in the job they do (Markos & Sridevi, 2010).

The last recommendation that can be given to managers is trying to answer the question of ‘ What makes a good employer ?’ So many managers are currently stuck in a rut and have no idea how to progress and effectively lead employees towards achieving success. A good employer is the one that supports the unique company culture, focuses on growing talent within the company, has a strong sense of responsibility, and inspires others through leadership (Looi, Marusarz, & Baumruk, 2004). As mentioned in the article by Gillian White (2014), it is often not money that endears workers to their employers. It is the action an employer takes to make sure that the company is on the right track, that employees feel secure in their position, and that there are benefits such as health packages provided to all workers. Despite the fact that it is difficult to account for all requirements of employees, a manager should think outside the box and establish strong relationships to become a truly successful leader.

Bersin, J. (2013). Time to scrap performance appraisals? Web.

Buckingham, M., & Goodall, A. (2015). Reinventing performance management. Web.

Daoanis. L. (2012). Performance appraisal system: It’s implication to employee performance. International Journal of Economics and Management Sciences, 2 (3), 55-62.

Heathfield, S. (2016). Performance appraisals don’t work . Web.

Kaine, S., & Johns, R. (2015). Why the days of performance appraisals should be numbered. Web.

Lawler, E. (2014). Eliminating performance appraisals . Web.

Looi, P., Marusarz, T., & Baumruk, R. (2004). What makes a best employer? Insights and findings from Hewitt’s Global Best Employers study. Web.

Markos, S., & Sridevi, S. (2010). Employee engagement: The key to improving performance. International Journal of Business and Management, 5 (12), 89-96.

McMullen, T. (2013). Reward strategy and practice: Eight recommendations to improve employee engagement. Journal of Compensation and Benefits, 3 (7), 23-29.

Pulakos, E. (2004). Performance management: A roadmap for developing, implementing, and evaluating performance management systems. Alexandria, VA: SHRM Foundation.

Reynolds, J. (2016). The importance of ongoing feedback . Web.

Sandlund, E., Olin-Scheller, C., Nyroos, L., & Nahnfeldt, C. (2011). The performance appraisal interview – An arena for the reinforcement of norms for employees. Nordic Journal of Working Life Studies, 1 (2), 59-75.

White, G. (2014). What makes a good employer? Web.

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Bibliography

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Corsair K65 Plus Wireless Review

Corsair’s best typing experience yet..

Chris Coke Avatar

Corsair is finally jumping on the enthusiast keyboard bandwagon with the K65 Plus Wireless. Coming alongside the likes of the Asus ROG Azoth and Razer Blackwidow V4 75% , it aims to bridge the gap between mainstream gaming keyboards and boutique custom keyboards. It doesn’t go as all-in as its competition, but that doesn’t stop it from delivering Corsair’s best typing experience yet without sacrificing gaming chops in the process.

Corsair K65 Plus Wireless – Photos

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Corsair K65 Plus Wireless – Design and Features

The Corsair K65 Plus is unique in Corsair’s line-up, adopting a compact 75% layout that splits the difference between gaming and productivity. This layout has a smaller footprint than a tenkeyless mechanical keyboard, like the Corsair K70 TKL , while maintaining most of the same functionality. It accomplishes this by compressing the navigation cluster down to a single column of the frequently used keys along the right (Page Up, Page Down, and Home). With the exception of Delete, which sits next to the function row, the other keys are relegated to secondary commands accessed by holding the Fn button.

The layout has become an increasingly popular option over the last two years. The Asus ROG Azoth and Blackwidow V4 75% both use it, as does the Glorious GMMK Pro . It’s also a nod to the enthusiast mechanical keyboard community that championed this layout and propelled it into the mainstream. There’s a little me-tooism at play here, for sure, but it also just works. Whether you’re gaming and enjoying some extra space for your mouse hand or taking advantage of the nav keys, function row, and arrow buttons for hammering out essays and getting work done, it delivers. And since this keyboard is so great to type on, you’ll definitely want to use it for more than just gaming.

Its layout does leave some things on the cutting room floor, however. There are no dedicated media controls and no buttons to instantly change profiles, record macros, or change brightness settings for the RGB backlighting. Each of these options are still available as an Fn command but that means a steeper learning curve than most gaming keyboards. Thankfully, there are sub-legends on the keycaps that tell you what’s what and a white backlight that highlights each key with multiple functions whenever you hold the Fn button.

essay in performance appraisal

One thing that wasn't chopped is the metal volume knob – or should I say, multifunction control dial. It’s not a roller like other Corsair keyboards, and is instead a legit knob that takes up the same space as a single key. It has knurled sides for easier grabbing and works very well. It controls volume by default but can be toggled to backlight brightness, zoom, or page scrolling with shortcuts tied to the arrow keys.

Making its functions accessible with shortcuts instead of software is a smart design and made me more likely to actually use the different modes. I spend a lot of my time writing, and being able to scroll long documents with the knob helped keep me centered on the keyboard and not reaching for my mouse. A subtle improvement, sure, but one that made me feel a bit more productive nonetheless.

It’s here that things really begin to depart from other Corsair keyboards. The keycaps, for example, aren’t backlit. Instead, they’re made of colored PBT plastic and use dye-sublimated legends – or at least that's what the documentation says. I've used hundreds of keycap sets and either these are the most uniform dye-sub keys ever or they're even better doubleshot keycaps. Compared to ABS, which comes on most gaming keyboards, PBT plastic is much more dense. It’s incredibly durable and won’t shine or look dirty even after extended use.

essay in performance appraisal

Instead of backlighting, Corsair took another cue from the enthusiast mechanical keyboard community and used color to achieve its sense of style. The modifiers appear almost black from afar but are actually a deep midnight navy. The alphas are silver with white legends. It keeps up with Corsair’s sense of style but is also set apart due to the lack of illuminated legends. This does make it harder to type in the dark if you’re not a touch typist, though, which could be a deal breaker.

You’ll also notice that this is one of the few Corsair keyboards that doesn’t use a floating keycap design to show off the tops of its RGB switches. There’s actually a top case (made of polycarbonate), which is kind of amazing considering all these years of Corsair keyboards lacking them. It’s an acknowledgement that this keyboard, while still having very bright RGB, has a different set of priorities.

What kind of keyboard switches do you use?

Instead, it’s all about performance. That starts with the quality of its typing experience, which is easily the best of any Corsair keyboard in both sound and feel. It uses Corsair’s own MLX Red linear switches, which are pre-lubed and frankly put Cherry MX to shame. They’re exceptionally smooth, sound great, and are rated for 70 million clicks. When it’s time for a change or repairing switches that have fallen victim to a spilled drink, you can simply pull them out using the included tool thanks to its support for hot-swapping switches.

essay in performance appraisal

Inside the keyboard, there are two separate layers of sound dampening foam. These remove any hollowness from the case and make the keyboard sound softer and more rounded. Corsair has even added bits of foam beneath the spacebar to help bring its sound profile more in line with the rest of the keyboard. The larger stabilized keys are all pre-lubed to eliminate rattle and use sturdier stabilizers for less wobble. It sounds much closer to an enthusiast keyboard than anything usually attributed to gaming and is a noticeable upgrade from anything else Corsair has produced – and we count some of these among the best gaming keyboards you can buy today.

It’s clear that Corsair has put an emphasis on sound and feel, but it’s not quite as all-in on enthusiast designs as some of the competition. It still has a rigid mounting style instead of the soft gasket mount utilized by some of the competition. It’s also not all-in on mods like the ROG Azoth, which includes a full switch lubing kit, or the Razer Blackwidow V4 75%, which covers the back of the PCB in masking tape to refine its sound. But it goes far enough to deliver a very good use experience and that’s what matters most.

It also lives up to the high standard Corsair has set with its prior wireless gaming keyboards. It offers both Bluetooth and Slipstream wireless connectivity using the included dongle. You can connect to up to three devices over Bluetooth and swap between them on the fly with a quick key combo. Slipstream is much faster, offering a wired-like 1,000Hz polling rate and compatibility with the current and last generation PlayStation and Xbox, and can be swapped between Windows or Mac using a switch on the back.

essay in performance appraisal

Battery life is decent but not extraordinary. Corsair rates it at 266 hours of uptime with backlighting turned off. With RGB on, I found that I had to recharge it about once a week, which I would estimate to be about 30 to 40 hours, so you’ll still be plugging in pretty often.

It’s also fully programmable, supporting full key remapping, macros, custom lighting effects, and integration with VoiceMod. You can program keys across four onboard memory profiles that can be switched on the fly for individual games and apps. The only thing it seems that the K65 Plus Wireless doesn’t support is remapping the Fn button, which has been a limitation on past keyboards too.

Corsair K65 Plus Wireless – Software

The K65 Plus Wireless utilizes Corsair’s iCUE software for all of its programming. There aren’t many unique tricks here: if you’ve used another keyboard from the brand, it’s all pretty much the same. Using the tabs along the left side, you can remap keys, change lighting effects down to the individual key, and adjust parameters like its polling rate. There are plenty of options for recording macros and assigning shortcuts or even launching programs with a single key press.

Corsair K65 Plus Wireless – iCUE Software Screenshots

essay in performance appraisal

The software also allows you to configure the multifunction dial but it’s disappointingly limited. You can enable or disable the preset modes but there’s honestly not much point since you have to manually enter each mode with a key combination anyway. I would have loved to see the ability to map commands to each direction but we’re left waiting on that front.

iCUE does deserve one major point of kudos: it’s been redesigned to only download what you need. Instead of the gigabyte-plus it used to be, the initial download is only 3.2MB. From there, it automatically detects and downloads the modules for the hardware you have connected. All told, my install size was only around 200MB and was much more lightweight to actually run.

Corsair K65 Plus Wireless – Performance

With one of the best use experiences of any Corsair gaming keyboard, it should come as no surprise that the K65 Plus Wireless makes for a great daily driver. I used it for writing, gaming, and everything in between and found myself turning to it, even over some of my go-to gaming keyboards, like the Corsair K70 Max or fancier customs like the QwertyKeys QK65V2 .

The biggest reason for this is the freedom of its wireless connection and its exceptional programmability. As someone who builds my own keyboards, I certainly have others that top it in sound and feel, but it manages to strike a middle-ground where it sounds better than most other gaming keyboards, feels good under the fingertips, but still has all of the gaming features and fast wireless connectivity that makes wireless gaming keyboards so desirable in the first place.

essay in performance appraisal

The smoothness of the switches is also a boon to gaming. For shooters especially, their linearity and snappy bounceback makes them feel exceptionally responsive. They’re less good for writing, as linears make typos more common, but it’s an issue that gets better with practice. I do wish it were available with tactile switches, however, as a single switch type will surely leave a lot of users out in the cold.

Corsair also sent me a set of Drop Holy Panda X switches to test out the keyboard’s hot-swap functionality and how the K65 Plus can become a platform for exploring the mechanical keyboard hobby. Their strong tactile bump makes typing feel almost bubbly under your fingertips and leaves no question about when each keystroke has been sent.

essay in performance appraisal

Whether wired or wireless, the keyboard performs great in games. Key presses are sent without any noticeable lag. Because of the quality of its design, the K65 Plus is also just fun to use, whether you’re gaming or writing an essay for school. A great gaming keyboard makes you want to come back and use it, and this definitely qualifies.

Where things get a little more dicey is when you compare it against the competition. The ROG Azoth offers the better overall typing experience due to its heavy silicone dampener and gasket mount structure, and leapfrogs the K65 in battery life. It’s also much more expensive and doesn’t look nearly as good in my opinion. The Razer Blackwidow V4 75%, on the other hand, is about on par with the smoothness of the K65’s keys but has a poppier sound signature and softer typing, which some people will surely find more appealing. But it’s wired and costs more besides.

So while the K65 Plus Wireless may not offer the absolute best experience, while still being quite good in its own right, it hits a sweet spot in value that makes it quite a compelling option even still.

The Corsair K65 Plus Wireless is a very good gaming keyboard and a great keyboard in general. It offers the best typing experience of any Corsair gaming keyboard and doesn’t skimp on performance. It’s fast, responsive, and programmable, and offers a smooth feel and rounded, quieter sound that makes typing itself feel fun. While the competition might one-up it here and there, its value pricing makes it a remarkably solid buy if you don’t care about backlit legends.

In This Article

Corsair K65 Plus Wireless

More Reviews by Chris Coke

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  1. What is the Essay Method for Performance Appraisals?

    The essay method, sometimes known as the "free-form method," is a performance review system where a superior creates a written review of the employee's performance. These essays are meant to describe and record an employee's strengths and weaknesses in job performance, identifying problem areas and creating a plan of action to remedy them.

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    Essay Method I n the essay method approach, the appraiser prepares a written statement about the employee being appraised. The statement usually concentrates on describing specific strengths and weaknesses in job performance. It also suggests courses of action to remedy the identified problem areas.

  4. The Essay Method of Performance Appraisal

    The essay method of performance appraisal can be a great choice due to its thorough, thoughtful and unobtrusive nature. Secrets to Effective Performance Appraisals The truth is that effective performance appraisals take time.

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    Essay Performance Appraisal method: Essay Appraisal is a traditional form of Appraisal also known as "Free Form method." It involves a description of the employee's performance by his superior which needs to be based on facts and often includes examples to support the information.

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    Dissatisfaction with performance appraisals is pervasive. They are seen as time-consuming, demotivating, inaccurate, biased, and unfair. A McKinsey survey indicates most CEOs don't find the ...

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    Self-assessment performance appraisals help employees see how their work contributes to the organization and their overall career aspirations, making them far more motivated to do their best work. They're linked to increased employee performance, higher levels of job satisfaction, and improved employee engagement.

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    A performance appraisal is the periodic assessment of an employee's job performance as measured by the competency expectations set out by the organization. The performance assessment often includes both the core competencies required by the organization and also the competencies specific to the employee's job.

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    A performance evaluation essay should start and end with the target topic of what the author intends to write about. The extensive research and evidence should also be present as this is the type of essay where hard facts are based on.

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  15. Ways to Improve Performance Appraisals

    In the modern world, performance appraisal has come to be defined as a structured formal relationship between a subordinate and the supervisor. This takes place in the form of periodic interviews, which may be annually or semi-annually. It involves examination work performance of the subordinate as well as discussing ways of improving.

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